Workshop :

getting hands on:

THE QUALITY PROBLEM SOLVING TOOLS

CMQ/OE Nada …. CMQ/OE OLa….

Contents:-

 Introduction

 Problem solving steps

 Present an overview of Quality Tools

 Address purpose and applications

 Highlight benefits

 Case study
What is quality tools …???
Quality is
excellence Quality is zero
defect

Quality is
conformance to
specification Quality is
ability to satisfy
customer
Introduction
 Quality tools are more specific - tools which can
be applied to solving problems in improving
quality in organizations, manufacturing, or even
in individual processes.
 They were first emphasized by Kaoru Ishikawa,
professor of engineering at Tokyo University and
the father of “quality circles”.
The problem solving sequence
1. Problem recognition
2. Problem definition
3. Problem analysis
4. Choice for action
5. Problem solution
6. Preventive of backsliding
 Note : Teamwork is most important ingredient
embedded in each steps of problem solving sequence
 Quality Tools
The seven basic tools :

1. Cause and Effect Diagrams

2. Flow Charts

3. Check sheets

4. Histograms

5. Pareto Charts

6. Control Charts

7. Scatter Diagrams
The Management And Planning Tools :
The seven MP tools, listed in an order that moves from abstract analysis to detailed planning, are:

1. Affinity Diagram: organizes a large number of ideas into their natural relationships.

2. Relations Diagram: shows cause-and-effect relationships and helps you analyze the natural links between different aspects of a

complex situation.

3. Tree Diagram: breaks down broad categories into finer and finer levels of detail, helping you move your thinking step by step

from generalities to specifics.

4. Matrix Diagram: shows the relationship between two, three or four groups of information and can give information about the

relationship, such as its strength, the roles played by various individuals, or measurements.

5. Matrix Data Analysis: a complex mathematical technique for analyzing matrices, often replaced in this list by the similar

prioritization matrix. One of the most rigorous, careful and time-consuming of decision-making tools, a prioritization matrix is an

L-shaped matrix that uses pairwise comparisons of a list of options to a set of criteria in order to choose the best option(s).

6. Arrow Diagram: shows the required order of tasks in a project or process, the best schedule for the entire project, and potential

scheduling and resource problems and their solutions.

7. Process Decision Program Chart (PDPC): systematically identifies what might go wrong in a plan under development.
Process Improvement Tools

• Root cause analysis: seven step problem solving model:

(1-Identify the problem-2-list possible root causes-3-search the most likely root cause –
4-identify the potential solution –5-Select and implement a solution –6-follow up to
evaluate the effect –7Standardize the process).

• Five whys

• PDCA/PDSA

• SIPOC analysis

• Six sigma and the DMAIC model

• Failure mode effect analysis FMEA

• Statistical process control SPC/control chart

INNOVATION AND CREATIVE TOOLS

• Brainstorming

• Mind mapping

• Critical thinking

• TRIZ

• Storyboard
Flow Charts

Purpose:
Visual illustration of the sequence of operations required to complete a task
 Schematic drawing of the process to measure or improve.

 Starting point for process improvement

 Potential weakness in the process are made visual.

 Picture of process as it should be.

Benefits:
 Identify process improvements

 Understand the process

 Shows duplicated effort and other non-value-added steps

 Clarify working relationships between people and organizations

 Target specific steps in the process for improvement.

 Flow chart

How to use it ?
 Start with the big picture (start point , end point)

 Observe the current process

 Record process steps

 Arrange the sequence of steps

 Draw the Flowchart

 Identify who will use it and how.

 Define the level of detail you need.

 Evaluate the chart for completion

FLOW CHARTS
TOOLBOX/SYMBOLES
Example:
http://asq.org/learn-about-quality/process-analysis-
tools/overview/flowchart.html
Fishbone Diagram
Purpose: Graphical representation of the trail leading to the root cause of a problem
How is it done?
• Decide which quality characteristic, outcome or effect you want to examine (may use
Pareto chart)

• Backbone –draw straight line

• Ribs – categories

• Medium size bones –secondary causes

• Small bones – root causes

 Cause & Effect Diagrams
Benefits:

 Breaks problems down into bite-size pieces to find root cause

 Fosters team work

 Common understanding of factors causing the problem

 Road map to verify picture of the process

 Follows brainstorming relationship

Example:
 Creating a Fishbone Diagram
1. Draw a fishbone diagram
2. List the problem/issue to be studied in the head of the fish
3. Label each bone of the fish. The major categories typically used are:
1. The 6 M’s: Methods, Machines, Materials, Manpower, Measurement, Management
2. The 4 P’s: Place, Procedure, People, Policies
3. The 4 S’s: Surroundings, Suppliers, Systems, Skills
4. Repeat this procedure with each factor under the category to produce sub-factors. Continue
asking, “Why is this happening?” and put additional segments each factor and subsequently
under each sub-factor.
5. Continue until you no longer get useful information as you ask, “Why is that happening?”
6. Analyze the results of the fishbone after team members agree that an adequate amount of
detail has been provided under each major category. Do this by looking for those items that
appear in more than one category. These become the ‘most likely causes”.
7. For those items identified as the “most likely causes”, the team should reach consensus on
listing those items in priority order with the first item being the most probable” cause.
http://asq.org/learn-about-quality/cause-
analysis-tools/overview/fishbone.html
Relationship Diagram
 Also called: interrelationship diagram or digraph, network diagram
 Variation: matrix relations diagram

Purpose :The relations diagram shows cause–and–effect relationships. Just as

importantly, the process of creating a relations diagram helps a group analyze
the natural links between different aspects of a complex situation.
When to Use a Relations Diagram
 When trying to understand links between ideas or cause–and–effect
relationships, such as when trying to identify an area of greatest impact for
improvement.
 When a complex issue is being analyzed for causes.
 When a complex solution is being implemented.
 After generating an affinity diagram, cause–and–effect diagram or tree
diagram, to more completely explore the relations of ideas.
 Relations Diagram Basic Procedure

 Materials needed: Sticky notes or cards, large paper surface (newsprint or two flipchart pages taped together),
marking pens, tape.
 Write a statement defining the issue that the relations diagram will explore. Write it on a card or sticky note and
place it at the top of the work surface.
 Brainstorm ideas about the issue and write them on cards or notes. If another tool has preceded this one, take
the ideas from the affinity diagram, the most detailed row of the tree diagram or the final branches on the
fishbone diagram. You may want to use these ideas as starting points and brainstorm additional ideas.
 Place one idea at a time on the work surface and ask: “Is this idea related to any others?” Place ideas that are
related near the first. Leave space between cards to allow for drawing arrows later. Repeat until all cards are on
the work surface.
 For each idea, ask, “Does this idea cause or influence any other idea?” Draw arrows from each idea to the ones
it causes or influences. Repeat the question for every idea.
 Analyze the diagram:
 Count the arrows in and out for each idea. Write the counts at the bottom of each box. The ones with the
most arrows are the key ideas.
 Note which ideas have primarily outgoing (from) arrows. These are basic causes.
 Note which ideas have primarily incoming (to) arrows. These are final effects that also may be critical to
address.
 Be sure to check whether ideas with fewer arrows also are key ideas. The number of arrows is only an indicator,
not an absolute rule. Draw bold lines around the key ideas.
 Interrelationship Diagram
Example:
Introduction to PDCA
 PDCA was created by W Edwards Deming in the 1950’s
as an easy to follow Problem Solving Cycle.

 Deming was tasked with helping Japan rebuild its

economy in the 1950’s.

 His purpose was to use PDCA with a Continuous

Improvement process to help rebuild Japanese
industries so that they could compete in the world market
in the future.
Where PDCA started.

Walter Shewhart
Discussed the concept of the
continuous improvement cycle (Plan
Do Check Act) in his 1939 book,
"Statistical Method From the Viewpoint
of Quality Control“

W. Edwards Deming
Modified and popularized the Shewart
cycle (PDCA) to what is now referred
to as the Deming Cycle (Plan, Do,
Study, Act).
 ACT PLAN

Customer
Satisfaction

CHECK DO

PL
AN
T

I NVESTI GATE
C

CORRECT &
A

STANDARDI SE CLARI FY OBJECTI VES

Ÿ REVI EW FEEDBACK & I DENTI FY POSSI BLE CAUSES

MAKE CORRECTI ONS
BENCHMARK BEST PRACTI CE
Ÿ STANDARDI SE DO,
CHECK, ACT I DENTI FY TEAM ROLES

I MPLEMENT QUI CK FI X

EVALUATE & VALI DATE ENLI GHTEN &

I MPLEMENT
PILOT STUDY SOLUTION
TO VERIFY DATA CARRY OUT TRI ALS TO
PROVE CAUSES
COUNTERMEASURE
ANALYSE DATA TO

CH TRAINING
UNDERSTAND HOW
PROBLEM OCCURS

EC COMMUNICATION I DENTI FY POSSI BLE

O
SOLUTI ONS

D
 Purpose:- To INVESTIGATE the

PL
T
AC

A
I N VEST I GAT E

current situation & understand fully

CORRECT &
ST AN DARDI SE DETERMI NE NEEDS

N
Ÿ REVI EW FEEDBACK & Ÿ DI AGNOSTI C:
MAKE CORRECTI ONS Ø REVI EW CURRENT

the nature of the problem being

PRACTI CES.
Ÿ STANDARDI SE DO,
CHECK, ACT Ÿ BENCHMARKI NG:
Ø SUMMARI SE AND
COMPARE BEST
PRACTI CES.

EVALUAT E & VALI DAT E

Ÿ PILOT TRAINING
PROGRAM
EN LI GHT EN &
I MPLEMEN T

Ø DEFI NE
solved.
RESPONSI BI LI TI ES:
Ÿ FEEDBACK W HY, W HAT & HOW

Ø RECOGNI TI ON.
RECOGNI SE THE
C

DO
CONTRI BUTI ON OF
H

OTHERS.
E
C
K

PLA
N Purpose:- To Enlighten the
T

I N VEST I GAT E
C

CORRECT &
A

ST AN DARDI SE DETERMI NE NEEDS

Ÿ
REVI EW FEEDBACK &
MAKE CORRECTI ONS

STANDARDI SE DO,
Ÿ
Ø
DI AGNOSTI C:
REVI EW CURRENT
PRACTI CES.
Team as to the Real Problem by
Ÿ

analysing the Data and defining

CHECK, ACT BENCHMARKI NG:
Ø SUMMARI SE AND
COMPARE BEST
PRACTI CES.

EVALUAT E & VALI DAT E EN LI GHT EN &

Ÿ
PILOT TRAINING
PROGRAM

FEEDBACK
I MPLEMEN T

Ø DEFI NE
RESPONSI BI LI TI ES:
W HY, W HAT & HOW
and implementing a solution
CH
EC
Ø RECOGNI TI ON.
RECOGNI SE THE
CONTRI BUTI ON OF
OTHERS.
plan.
K
O
D
Purpose:- To monitor effect of PLA
N

T
I N VEST I GAT E

C
CORRECT &

implementation of project plan

A
ST AN DARDI SE DETERMI NE NEEDS

Ÿ REVI EW FEEDBACK & Ÿ DI AGNOSTI C:

MAKE CORRECTI ONS Ø REVI EW CURRENT
PRACTI CES.

& find Countermeasures to

Ÿ STANDARDI SE DO,
CHECK, ACT Ÿ BENCHMARKI NG:
Ø SUMMARI SE AND
COMPARE BEST
PRACTI CES.
EVALUAT E & EN LI GHT EN &

further improve the solution. CH VALI DAT E I MPLEMEN T

Ÿ PILOT TRAINING Ø DEFI NE

PROGRAM RESPONSI BI LI TI ES:

EC
W HY, W HAT & HOW
Ÿ FEEDBACK
Ø RECOGNI TI ON.
RECOGNI SE THE
CONTRI BUTI ON OF

O
OTHERS.

D
Purpose:- To Review PLA

T
I N VEST I GAT E N

C
Continuously the Performance CORRECT &
ST AN DARDI SE DETERMI NE NEEDS

A
Ÿ REVI EW FEEDBACK & Ÿ DI AGNOSTI C:
MAKE CORRECTI ONS Ø REVI EW CURRENT

Measure & make adjustments

PRACTI CES.
Ÿ STANDARDI SE DO,
CHECK, ACT Ÿ BENCHMARKI NG:
Ø SUMMARI SE AND
COMPARE BEST
PRACTI CES.

as required. Integrate new EVALUAT E & VALI DAT E

Ÿ PILOT TRAINING
PROGRAM
EN LI GHT EN &
I MPLEMEN T

Ø DEFI NE
RESPONSI BI LI TI ES:

situation into Normal Working CH

Ÿ FEEDBACK

Ø
W HY, W HAT & HOW

RECOGNI TI ON.
RECOGNI SE THE

EC CONTRI BUTI ON OF
OTHERS.

Practice. Start PDCA Cycle K

O
D
again.
SAMPLE ESSAY QUESTION
Performance excellence ;
• You are the quality manager for a large manufacturing company. The production
supervisor is complaining that the planning group routinely schedules job close to
or after the products ,due date ,so he continuously has to rush jobs through to
avoid back orders .he has complained to the planning supervisor ,but to no avail.

• The planning supervisor says that the production supervisor should concentrate
on meeting the production schedule and stop blaming other departments .

• Back orders have increased over the last several months ,and the company
president has told you to figure out why and fix it .
Essay Response
 Key points to include :
 Utilize a management team
 Gather appropriate data

 Analyze the data

 Flowchart the process

 Define and implement a solution

 Monitor progress

 Make adjustments as needed

 Utilize a plan ,do ,check .act approach

Plan :
First ,assemble a team from different
departments to investigate this issue
include production ,planning, quality
assurance .purchasing and quality
control(inspection and test ). Develop a
problem a problem description (define
the problem).
Second :
• Gather data on scheduling dates ,manpower/capacity
requirements Due dates, And supplier lead time .
• Analyze the date using problem solving tool techniques
such as the fishbone diagram to find all the possible causes
for the delinquent deliveries. Also ,flowchart the process to
help determine the perfect process.
• Do : determine the solutions ,choose and implement the
solutions ,choose and implement the solutions that best solves
the problem.(as defined in the first step )
• Check : have the team continue to monitor progress
• Act :make any adjustments or refinements as appropriate
References :

• http://asq.org/learn-about-quality/quality-tools.html
• http://asq.org/learn-about-quality/idea-creation-
tools/overview/affinity.html
• http://asq.org/learn-about-quality/project-planning-
tools/overview/pdca-cycle.html